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Building quality public administration - an integrated approach FORUM PA 2016 Roma, 25 May 2016 Florian Hauser Directorate General for Employment, Social Affairs and Inclusion Overview Public sector challenge EU support Focus on results Risks Opportunities Public Sector Challenge Public sector 48% EU GDP (IT 50%+) 25% of total employment in EU (IT 17%)* Public procurement 19% of EU GDP eprocurement: 5%-20% of procurement expenditure (€100 - €400 bn annually) Employed in public administration 6.2% (2008) – 5.8% (2013) of total employment in EU (6.9%)* Part of the problem or part of the solution? (*) http://www.eurofound.europa.eu/sites/ default/files/ef_publication/field_ef_doc ument/ef1470en_0.pdf 2 (includes education, health, PA) Responses to the crisis – fiscal consolidation Perceived types of decision-making by European public sector executives (see: cocops.eu) Analysis ITA European Semester 2016 Country Report • excessive length of bureaucratic procedures • unclear competences among central and local administrations • administrative processes uncertain (duration and outcome) • lack of transparency reduces the accountability Country Specific Recommendations • Implement reform of public administration (focus: local public enterprises, local public services, management of human resources) • Step up the fight against corruption • Reduce the length of civil justice proceedings (reforms and effective case-management) • problem of age and quality of public employment (almost 50 % employees are aged 50+) http://ec.europa.eu/europe2020/making-it-happen/country-specific-recommendations/index_en.htm EU Support What is the Commission doing? (examples) Investment: e.g. ESIF, €4.2 bln in 17 MS, CEF, ISA Funded Research: COCOPS, LIPSE, ANTICORRP Funded initiatives: OPSI (OECD), EPSA (EIPA) Studies & Analysis: Competitiveness report, Single Market Scoreboard, Tax Reforms in MS, Justice Scoreboard, e-government factsheets, Anti-corruption Report, E.S. Thematic guidance: Quality Public Administration Toolbox Networks: EUPAN, TNC, sector specific (TAX, JUST, ISA, etc.) Technical peer support: TAIEX Commission direct assistance: SRSS Soft standards: e.g. E-government Action Plan Directives: e-procurement Tools: e.g. JoinUp, customs competency framework More than EUR 4 billion Other funds: CEF, ISA, service programmes) Typical OP Priorities… (some examples) Planning & analytical capacity Efficiency & effectiveness Better health management Linking "Policy" to Funding? 20 countries with country specific recommendations from European Semester Ex-ante conditionalities TO2 & TO11 OPs Demand for Guidance http://ec.europa.eu/esf/toolbox Short version = print & online Full version = online only What is the Toolbox? Collaborative effort of 12 Com services Compendium Non-prescriptive (no new policy) Principles & examples (168) Technical guidance… and more A look inside… • Introduction • Principles & values of good governance • Seven thematic chapters: 1. Better policy-making 2. Embedding ethical & anti-corruption practices 3. Professional and well-performing institutions 4. Improving service delivery 5. Enhancing the business environment 6. Strengthening the judicial system 7. Managing public funds effectively (including PP and ESIF, TO11) The Toolbox is more like a cookbook… You choose what you like/what suits you… You don't have to like or cook everything in the book! Focus on Results Some key messages (to MS) We need to achieve RESULTS with EU funding for public administration (Conference EU Budget for Results, 22.09. 2015) Results does not mean outputs and disbursement Results means real improvements (innovation => outcomes) for citizens/business Achieving this might require a culture change – the Toolbox might help you Continuous monitoring (tell a story) Risks EU funding architecture • TO 11 in 26 Ops! • • • • • • National OP Governance and institutional capacity (48 %) Sistemi di Politiche Attive per l'Occupazione (10 %), Legalità (9 %), Per la Scuola (6 %) …and the Regions Puglia, Sicilia and Campania ( around 4% each)… • … a wide range of actions aimed at rationalising the public administration, developing digital skills and models for the joint management of advanced services, improving the efficiency and the performances of judicial offices, and improving the management of health services. • Steering committee TO11/TO2 What can go wrong – e-government Typical Operational Programme approach Suggestions • Focus on IT (buying stuff) • Integrated approach • Separate hardware and system design • Risk to "digitise bureaucracy" • Money spent – no impact • Streamline processes first • Technology is not the problem (organisational, legal, procedural, interoperability) • Focus: open, transparent, accountable, user centric • Tangible outcomes User centricity Source: Gerry Mc Govern Example: pathology and cure? • International governance benchmarks (WB, OECD, WEF, etc.) give a snapshot proxy of performance (useful) • BUT – benchmarks don't tell us much about root causes of problems (clientilism, culture) • (Formal) Reforms on paper (job descriptions, evaluations, etc. often not fully implemented – clientilistic system left untouched) – • "Rationalisation" - depletes capacities and knowhow; low morale and apathy Opportunities Possible way forward… • openness to society, dismantle clientilistic policies • size of public sector is the lesser problem, but irrational structure, uneven allocation of staff • attractiveness as an employer (adequate structures, less bureaucracy, team orientation, mobility) • fight red tape & extend citizens' rights through e-government • make administration a tool for entrepreneurship & growth Key elements for improving service delivery Understanding users’ needs and expectations - Direct contact with citizens/businesses - Indirect feedback and representation - Mystery shopping - Life events, customer journey mapping Improving processes - Process re-engineering - Administrative simplification Easy access to services - The one-stop shop (OSS) - Multi-channel service delivery Using e-government - Interoperability and ‘once only’ - Moving towards digital by default Committing to service standards and measuring satisfaction - Service charters - Measuring and managing satisfaction